AB: In 5–8 words, what does your company do?
Dedrick Siddall: MasT is a software development company. Fleet is our software — it helps members and organizations get the most out of each other.
Julie Polanowski: LED illuminated athletic wear with safety distress alarm/alerts.
AB: Why is now the time for your company to exist?
DS: Our target audience are member-based organizations. Those organizations are broad — it could be a neighborhood association, PTA, health club, country club, The Kennedy Center. We work with both for profit, and nonprofits — any business that has members. Those businesses have a lot of tools to engage membership, and millions of software companies provide them with those tools. No one is bringing that software together — but that’s where we come in. Fleet is a mobile app that provides members and managers with everything they need in one place. It’s particularly helpful because we can help smaller companies that don’t have huge IT budgets.
JP: Relatively recent LED light technology allows us to utilize a battery in ways that was not available in the past. This coupled with Bluetooth capabilities and growing self-awareness of people to live a healthy lifestyle shows that this is the time for us to exist.
AB: If you weren’t building your startup, what would you be doing?
DS: I would be running the IT shop at some big bank. I used to build platforms to help big banks and asset managers understand their data better. Now, I’m trying to translate that experience to help small nonprofits and businesses.
JP: I would be growing my consulting business. I do various consulting on e-commerce software, branding, online presence and various marketing applications.
AB: How do you measure success?
DS: We go to work every day because we want to save the world from the belief that 80% of life is just showing up. If that were true, the phone in my pocket right now would be a Nokia. Success for us is helping our clients our clients do their job – every day – better than they did it yesterday. However they want to measure that. More revenue, more time to concentrate on their missions, more member involvement, better programming, whatever. When we do that, we all succeed.
JP: When I see our product being used as I drive home at night, I will know that we are successful.
AB: Where do you think your company will be next year?
DS: Fleet will hopefully have reached a state of product maturity — it will have shifted from launch mode to growth mode.
JP: Our company will be slowly growing. We don’t want to take on large amounts of debt, but we do want to use as much of our resources to provide as many people with our product as we can.
AB: What have the first few weeks of Accelerate Baltimore taught you?
DS: The latest lesson that has become apparent is that I need to get out from behind my desk. As the leader of a company that’s a few people and a bunch of contractors, I have to wear a lot of hats. I need to step out of developer role to a sales role.
JP: We have to look beyond just business. We have to understand what makes us At Night Athletic, why we are doing what we do, and build on that.